Bcg Matrix for Procter and Gamble

Introduction Nestlé is the world's leading food company. In recent years it has focused on becoming a nutrition, health and wellness company. This is the idea of supporting people to lead healthier lives. Nestlé is home to a wide range of brands including Maggi. This is a brand that is aimed at chefs and the catering trade. This is called the 'foodservice' sector. Market research Nestlé found that sales of the Maggi brand had decreased. This was because the product was seen as old-fashioned. Nestlé market research found that the public wanted 'fresh' whilst chefs wanted a high quality product but where some of the work had been taken out of it. Chefs fit into four main market segments. These are: * top chefs, who invent and set new trends * chefs who aim to impress, using a few helpful products * chefs who aim to please and use a wider range of culinary aids * chefs who aim to satisfy, keeping costs as low as possible. Maggi 'A Natural Choice' was aimed at the third group. The 'brand proposition' was for a more natural product for the target market of 'chefs who aim to please'. The 'brand ambition' was to combine goodness and taste with time and cost savings. Research and development (R&D) The new product was developed with the help of Nestlé's R&D teams. It has less salt, and uses healthier oils. It has no artificial colours or flavours. It has clear nutrition information that chefs can pass on to customers. Two widely used products are multi-use tomato sauce and bouillons (stock). The sauce can be used instead of chopping tomatoes. It is more convenient and needs less cooking time. It is mainly used as pizza topping or as a pasta sauce. The paste bouillons are quicker than making stock from scratch. They are easy to use. There is less waste. Product development Each Nestlé R&D centre is expert on certain types of product. The paste bouillons, for instance, were made in Austria. The process...

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Political Influence and Litigation
from Responsible Shopper: "Procter & Gamble donated more than $80,000 to the Coalition Again$t the Costly Labeling Law, a group of companies that worked against Oregon’s Measure 27, which would have required the labeling of GMO products sold in that state. The Coalition was successful in defeating the measure."
from Greenpeace: "Procter & Gamble was among the corporations criticized by Greenpeace for working to weaken European laws governing harmful chemicals in household products. The EU's 2003 draft legislation would have imposed strict safety standards, requiring companies such as P&G to disclose and reduce the use of harmful ingredients in its consumer products. Greenpeace states that as a result of industry intimidation and intense lobbying, safety regulations were significantly watered down, putting citizens at greater risk of exposure to toxic chemicals from...

...Procter and GambleSynapsis:Procter and Gamble has been available for hundred and seventy years with its shared beliefs in management norms; hiring only good people of high character, treating them as individuals with individual talents and life goals, and providing work environment that encourages and rewards individual achievements. Procter and Gamble's broad and accumulated industry experience and business knowledge has been formalized and institutionalized as management principles and policies. Procter and Gamble accomplishes its basic policy of providing superior value and meeting basic consumer needs could be accomplished by strong commitment in research to create better products than competitors' and provide continual product development, extensive product and market testing, and close tracking of consumer needs and preferences.
While P&G started to expand to Europe, the importance of tailoring products to meet consumer demands differing in each nation according to different consumer needs and preferences, and the critique of management of new foreign subsidiaries were realized as the issues which arose with the globalization. Therefore, strong national subsidiaries were set up with their own brand management structure, product development capability, advertising agencies, and manufacturing capability. The individual approach to management of each subsidiary with problems such as cost increases,...

...PROCTER & GAMBLE (P&G)
Going Local: Procter & Gamble’s Homegrown Success in Japan Key Points • Carries out extensive local market R&D and also uses what is develops elsewhere in the region • Produces and distributes goods locally, tailoring processes to fit Japan’s market • Chose to base itself in Kansai • Remains committed to Japan despite strong competition • Continues to expand into new product lines through strategic M&A Procter & Gamble entered Japan in 1972 when it started a ¥2 billion joint venture with Nippon Sunhome and Itochu Corporation called P&G Sunhome. P&G chose Kansai instead of Kanto and Tokyo as its Asian hub in the belief that the latter is more costeffective, has the necessary infrastructure and a good pool of talent, and provides a high quality of life. P&G later bought out its joint venture partners and used this base to expand. Initially marketing products that were successful in the United States and elsewhere, such as detergent and diapers, the company has since moved into feminine products, cosmetics, and pet food through both organic growth and global acquisitions that had operations in Japan. P&G went through some ups and downs in the early seventies and late eighties but made a strong comeback in the nineties after renewing its efforts and further localizing R&D, marketing, and distribution. P&G’s longstanding commitment to the Japanese market has borne fruit. Some...

...Procter & Gamble: Competing with Itself – and Winning
Procter & Gamble is one of the world’s [premier consumer-goods companies. Some 99 percent of all U.S. households use at least one of P&G’s over 300 brands, and the typical household regularly buys and uses from one to two dozen P&G brands.
P&G sells multiple brands of laundry detergent, bath soap, shampoo, dishwashing detergent, tissues and paper towels, deodorant, fabric softener, cosmetics, and disposable diapers worldwide. Moreover, P&G has many additional brands in each category for different international markets. For example, brands unique to Asia include Attento, Bonus, Cutie, Muse, Perla, Rejoice, and Whisper. A touch of Sun, Hairpainting, Inner Science, and Ultress are offered in North America and Asia, while Loreto is marketed in Asia and Latin America. (see P&G’s Web site at www.pg.com for a full glimpse of the company’s impressive line-up of brands.)
These P&G brands compete with one another on the same supermarket shelves. Why would P&G introduce several brands in one category instead of concentrating its resources on a single leading brand? The answer lies in the fact that different people want different mixes of benefits from the products they buy. Take laundry detergents as an example. People use laundry detergents to get their clothes clean. But they also want other things from their detergents – such as economy, strength or mildness,...

...Procter &amp; Gamble GBS Report &amp; Recommendations
Introduction:
P &amp; G is the quintessential American company, with more than 175 years of history. Coming from humble roots, it was established by a partnership of William Procter and his brother in law James Gamble. Over its extensive history, P&amp;G has followed an aggressive “growth by acquisition” strategy which has transformed it into the global manufacturer of household &amp; health items in the world. After P &amp; G’s merger with Gillette in 2005, it controlled 22 individual brands, 8 of which would each be large enough to be included in the Fortune 100. Due to recent changes in market conditions and renewed competition, P &amp; G started to change strategies and became more focused on growing its core businesses. As such, it was looking for ways to better manage divisions which did not serve a core business function, such as Global Business Services.
P &amp; G SWOT Analysis:
Strengths:
* Efficient in creating new products as well as acquiring and growing existing products
* A master at marketing existing and new products
* Grown significant brand equity and customer loyalty to P&amp;G products
* Great at managing relationships with customers
Weaknesses:
* Slow to create innovative products to meet customer demands, more of a follower than a leader
* Not always sensitive to changing tastes and trends within specific...

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Procter &amp; Gamble, one of the world's premier consumer goods companies. Some 99 percent of all U.S. households use at least one of P&amp;G's more than 300 brands, and the typical household regularly buys and uses from one to two dozen P&amp;G brands. How many P&amp;G products can you name? Why does this superb marketer compete with itself on supermarket shelves by marketing seven different brands of laundry detergent? The P&amp;G story provides a great example of how smart marketers use segmentation, targeting, and positioning. PROCTER &amp; GAMBLEProcter &amp; Gamble (P&amp;G) sells seven brands of laundry detergent in the United States (Tide, Cheer, Bold, Gain, Era, Dreft, Febreze, and Ivory Snow). It also sells six brands of hand soap (Ivory, Safeguard, Camay, Olay, Zest, and Old Spice); five brands of shampoo (Pantene, Head &amp; Shoulders, Pert, Physique, and Vidal Sassoon); four brands of dishwashing detergent (Dawn, Ivory, Joy, and Cascade); three brands each of tissues and towels (Charmin, Bounty, Puffs), and deodorant (Secret, Sure, and Old Spice); and two brands each of fabric softener (Downy and Bounce), cosmetics (Cover Girl and Max Factor), skin care potions (Olay and Noxema), and disposable diapers (Pampers and Luvs). Moreover, P&amp;G has many additional brands in each category for different international markets. For example, it sells 16 different laundry product...

...80 countries and markets 300 brands in 180 countries around the world. In 1837 William Procter and James Gamble formed Procter &amp; Gamble (P&amp;G) to manufacture and sell candles and soap. Being that Cincinnati was booming from its hog butchering trade the suggestion for the partnership apparently came from their mutual father-in-law, Alexander Norris, who pointed out that Gamble's trade, soap making, and Procter's trade, candle making, both required use of lye, which was made from animal fat and wood ashes. P&amp;G began operations out of a small storeroom with Procter running the store and Gamble ran the manufacturing which consisted of a wooden kettle with a cast iron bottom that was set up behind the shop. In the early years candles where their most important product, but the enterprising partners soon expanded their operations through innovation and acquisitions of other small companies.
The first fifty years laid the foundation for the longevity of the company. With their forward looking approach to the business, during a time of financial panic in the U.S. the company continued to prosper as shipments were moving up and down the river and across the country by rail. During the 1850’s the company grew rapidly and moved operations to a bigger factory. During this time the company created its first trademark logo, the moon and stars, which became a symbol of quality to...

...The Procter &amp; Gamble Company, incorporated in 1890, has continued to be one of the leading manufacturers in the consumer home goods industry. A large portion of their success is attributed to the sales of their light-duty liquid detergents (LDLs) in the Packaged Soap &amp; Detergent Division (PS&amp;D). Procter &amp; Gamble’s three main LDLs, Ivory, Dawn, and Joy, maintain a 42% market share in the industry. As consultants, we will explore new growth opportunities to increase profits and consumer satisfaction through product improvements on an existing brand.
The LDL market segmentation for Procter &amp; Gamble is based on three main product attributes. Performance describes the product’s primary cleaning benefit, mildness describes the gentleness on hands, and price provides the benefit of low cost. P&amp;G positioned its three LDL brands very differently. Ivory is positioned to appeal to females, primarily middle-class mothers, who enjoy the benefit of younger looking hands. Advertisements depict a mother/daughter comparison to illustrate this youthful appeal. Its creamy-white color and light scent relates this LDL to the Ivory bar soap, which consumers recognize for its mildness. Dawn is positioned purely as a performance LDL for those who seek superior grease-cutting abilities. By allocating most of the marketing budget towards coupons, this brand seeks early-adoption by new...